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EDHEC, a leading international business school, faced a significant challenge in teaching Business Process Management (BPM) to its students. The school's professor of Information Systems, Mohamed-Hédi Charki, initially attempted to expose students to a wide variety of BPM tools. However, this approach proved to be overwhelming for students, who struggled to gain in-depth knowledge of any specific tool. The wide range of quality and access among the tools further complicated the learning process. Grading became a frustrating task as students attempted to use multiple tools to analyze the same process. The school needed a solution that would simplify the learning process, provide a consistent and high-quality tool for students, and enable effective teaching of BPM.
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EFG Hermes Holding, a universal bank based in Cairo, was facing several challenges as it sought to expand into the non-bank financial product market. The company was developing a new consumer financing platform that required greater digital agility. They needed to provide a connected customer experience, modernize their legacy integration, and minimize disruptive back-end changes. The company's novel BNPL platform, valU, had grown in popularity since its launch in 2017. However, as the suite of applications expanded, the IT systems became less agile due to rigid point-to-point connections. This lack of agility led to service interruptions when replacing applications and delays in updates to the valU mobile app. To ensure an exceptional customer experience, EFG Hermes Holding recognized the need for a more agile, secure, and easy-to-maintain services architecture.
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Enerjisa Üretim, a leading private sector electricity generation company in Turkey, faced several challenges in its operations. The company was struggling with data silos that hindered operational insights, leading to a lack of operational efficiency. The static diagnostics they had in place were insufficient for understanding the root causes of issues. With increasing pressure to meet sustainability goals, Enerjisa Üretim needed an affordable solution that would empower its operators to improve efficiency and performance. The company's diverse portfolio of power plants, including wind, hydroelectric, solar, natural gas, and lignite, added to the complexity of the challenge. The ongoing devaluation of the lira also made it crucial for the company to provide affordable clean energy, making better asset management a key factor for operational efficiency and cost savings.
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The Electric Racing Academy (ERA) was faced with the challenge of modernizing the motorsport industry by making it more sustainable, equitable, and accessible. The organization aimed to bring racing into a tech-driven, green era by providing real-time insights for live coaching to drivers. ERA also desired to create a cost-efficient racing platform to boost junior e-racer careers. The mission was to use technology to lower barriers of entry and promote accessibility. There was also pressure to find a robust IoT platform that would ensure the cars operate at peak performance and provide insights to evolve design.
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The companies of Vienna’s Wiener Stadtwerke (WStW) Holding AG public utilities holding company were using a personnel information system called PI, introduced in the early 1990s, for payroll accounting and personnel management. In 2005, the company management contemplated whether the solution should be replaced with a more modern one. The challenge was to replace or modernize the PI system without losing its unique features such as application functionality and security. The PI system involved 130 complex application processes with logic and database access along with 239 screen interactions where users could choose from about 1,800 input/output maps. The users who accessed PI on a regular basis were accustomed to the symbol-oriented green screens, but the less frequent users preferred standard PC user interfaces.
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COLT had deployed the same systems in several countries and all of them were operating independently. As a result, there were over 10 instances of each application — and each one containing its own silo of information. Customer information was recorded in several systems and there was no consolidated view of a customer across the whole company. COLT also wanted to automate the provisioning process with the local telecom operators for certain products. This would require COLT to integrate its order handling system with that of the operator. This extended the scope of the integration challenge beyond the enterprise into the realm of B2B.
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DFDS Seaways, a leading European ferry and logistics company, was facing challenges with its outdated Enterprise Resource Management (ERP) system. The system, named Cosmos, was built in the early 1990s and had grown into more than 200 smaller and larger sub-applications. However, these applications lacked functional integration, had varying user interfaces, and required regular data re-entry. The complexity of Cosmos had become so great that DFDS Seaways faced growing maintenance problems. Documentation was often outdated, and a lot of business logics were recorded in hard-to-change stored procedures. The company also faced performance problems with the Web front-ends, hindering customers from making reservations via the Internet.
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Tsalano, a South African ICT company, was facing several challenges. The public sector constraints, poor infrastructure, resource scarcity, an emerging local technology sector, and exponential growth were some of the issues the company was grappling with. The company wanted to leverage its core expertise in telemetry, sensing, and ICT to create actionable solutions for its clients. However, it needed a way to do this without reinventing the wheel. The company also wanted to tackle the prepaid electricity market and the country's fragile water use system.
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The Australian Energy Market Operator (AEMO) was faced with the challenge of offering a single technology platform for all gas market participants to easily transfer information and data in a seamless way for each gas market. It also wanted to more effectively promote greater industry collaboration and flexibility for how participants interacted across the platform. A key part of this challenge was the modernization of the Gas FRC Hub, a B2B platform for the gas retail markets throughout Australia. The hub infrastructure was also planned for use in the NSW/ACT gas retail market.
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Lafarge’s customers build every kind of structure, from houses to commercial office buildings, around the world. Key to providing excellent service is Lafarge’s ability to provide building solutions using cement, and other materials, to a new construction site, in a timely way. That means integration and processes with local suppliers and contractors must be set up fast. Operating in 64 countries, Lafarge deals with a world of different suppliers and contractors with trading practices that vary by country. Setting up business at a new construction site used to take weeks with a traditional integration approach.
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Océ, a supplier of digital printing systems, software, and services, had developed a complex and mixed IT infrastructure over the years due to its growth and acquisitions. This complexity limited the company's ability to take rapid, decisive action. To address this, Océ launched the SPINE project with the ultimate objective of creating a more flexible and maneuverable organization. The project aimed to realize a new, comprehensive IT architecture and a radical harmonization and standardization of its business processes. The new architecture would be based on SAP.
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Federazione Toscana BCC, a federation serving 33 banks of cooperative credit in the Tuscany region of Italy, aimed to achieve process excellence across all these banks. The federation wanted to introduce a process methodology that would make the banks results-driven and increase the efficiency and effectiveness of the entire banking network. However, each bank needed the flexibility to adapt those standard processes to its own organization. The challenge was to design a system that could host information on all processes at work throughout the banking network and yet allow each bank to align these processes with its unique organizational structure.
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Evonik Industries, a global industrial group, was facing challenges with its international operations. The lack of uniform representation standards and file formats for processes made it difficult to gain a cross-sectional view of the enterprise and prevented the development of a shared understanding of processes and process management. This became particularly clear when preparing for an SAP roll out in Greater China. The company was aiming for shorter documentation times and standardized process documentation, with the aim of reducing the number of process harmonization workshops to a minimum. The resulting documentation base would be used for future projects and help create a shared process understanding. The constant demand for training created an urgent need for comprehensive process documentation in China.
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Enzen, a global knowledge enterprise specializing in the energy and water industries, faced several challenges in its mission to make energy and water more affordable, accessible, and sustainable. The company needed to centralize its data and knowledge repository, design and share global best practices with customers, enhance the value of its existing intellectual property, optimize the speed and quality of solutions delivered to clients, and expand its global advisory business. Enzen's clients, who operate in highly regulated sectors, face strict compliance and risk standards, yet they are also expected to deliver more services for lower costs, with greater efficiency. Enzen’s advisory services help companies meet these demands by improving their business model across six dimensions: Process, Data, Digital, Operations, KPIs, and Capability.
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The Electric Racing Academy (ERA), the world's first all-electric junior racing series, was founded with the aim of offering better inclusivity, sustainability, and digitalization than established combustion race series. The founders, Dieter Vanswijgenhoven and Beth Georgiou, were driven by the need to address climate change and make racing accessible to as many people as possible. However, they faced the challenge of creating a digital experience away from the racetrack, which would require a cutting-edge IoT solution for connectivity with the race cars. Additionally, they needed to ensure that the races, which would last 20 minutes before the battery needs to be charged, would be engaging and exciting for both the drivers and the fans.
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The Colruyt Group, a major player in Belgium's retail network, was struggling with inefficient communications and order management due to the use of manual processes and homegrown solutions. The company, which operates a vast network of retailers, distributors, and suppliers, found that these methods no longer met its need for efficient communications and order management. The existing process used manual processes for orders, invoicing, and change orders, resulting in inaccurate orders and drawn-out order-to-cash timeframes.
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Santam, South Africa’s leading short-term insurer, was facing challenges with its IT changes which were difficult and expensive. The company was using Microsoft® Word templates, fragmented tools and different methodologies which led to frustration among employees. The company needed an Enterprise Architecture (EA) with a repository-based product to support its drive to optimize the organization. The aim was to develop an integrated environment that’s more agile and supports the business strategy.
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The market communications department at Süwag Kundenservice GmbH processed more than 23 million messages in EDIFACT format in 2011 alone. The company wanted to improve process controlling with greater transparency and more detailed key performance indicators. This would enable the company to better analyze processes when disruptions occur, deadlines are set or when incoming and outgoing messages need to be checked. The solution needed to incorporate requirements from the market communications, supply management and accounts payable management departments. This would ensure all customers could be enrolled in a timely manner by the supply management department, guaranteeing the processing and handling of supplier change processes and ensuring that contract confirmations and budget billing plan notifications to Süwag Kundenservice GmbH customers are sent by defined deadlines.
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SICK AG, a global provider of modern sensor technology, has experienced significant growth, leading to an increase in the heterogeneity of the company’s IT environment. With over 40 subsidiaries, numerous sales agencies, and partnerships, ensuring seamless communication between the different IT systems was crucial to guarantee smooth operations and customer satisfaction. The company needed a solution that could integrate the various IT systems from procurement to production, logistics to sales, and handle the increasing volumes of data being exchanged.
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Staples Inc., the world's largest supplier of office products, promises to make buying products easy, including making customer deliveries the very next day whenever required. When Staples experienced an increase in delivery volume, the company needed an integration solution that could be implemented rapidly and scaled easily. The company had recently acquired Corporate Express and was seeking ways to maximize synergy and reduce costs across the business. They identified an opportunity to integrate transportation networks for a potential multi-million-dollar cost savings. However, the supply chain platform they had selected couldn't scale to handle the massive transaction volume. Staples was committed to finding a solution that did not slow down integration efforts with Corporate Express.
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Split Airport, the second largest airport in Croatia, was faced with constant growth in seasonal traffic. The management identified the ability to perform core processes within strict time limits as key to business success. This led to the decision to implement performance analysis of its key business process—passenger and aircraft handling. The initiative was aimed at gaining insights into the Key Performance Indicators (KPIs), identifying weaknesses, and optimizing process times. The seasonal character of the airport's business, with most traffic occurring during the summer season, made effectiveness, efficiency, and speed crucial factors for success. At the same time, strict compliance with all local and international air traffic standards, regulations, and obligations was essential.
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Landesbank Berlin AG (LBB) was faced with the challenge of managing an extensive rulebook, which comprised 180 manuals and required 10.5 million pages to be updated every year. The bank decided to replace the old system with intranet-based rules and procedures, thus avoiding the need to distribute huge amounts of paper to employees across the enterprise every day, as well as structure and archive it. The bank needed a solution that would provide redundancy-free, audit-proof documentation and give employees direct access to all relevant process descriptions.
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Piraeus Bank Group, one of the most dynamic financial organizations in Greece, was facing challenges due to its rapid international expansion. The bank needed a well-defined enterprise architecture at its headquarters that could be rolled out to its subsidiaries to streamline local operations based on the Piraeus Bank model. Additionally, the bank was experiencing a rate of growth that involved operational modifications on a daily basis, which needed to be efficiently maintained and distributed. The bank also aimed to create a strong, well-documented, comprehensive, and flexible enterprise architecture that would be valid for Piraeus Bank Greece but also applicable at the Group level. This would allow for efficient distribution of Group policies and operations and quick integration of newly acquired subsidiaries.
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Brenntag Europe, a world leader in international chemical distribution, was facing challenges due to its continuous growth. The growth had led to a highly disparate and inefficient IT environment. There was a lack of enterprise-wide process standardization and visibility. The company also needed to comply with Sarbanes-Oxley criteria and improve its quality management for ISO certification and audits. The company desired to implement a consistent operational foundation, built with standardized and modular processes, to facilitate simplified implementations and the optimization of existing applications.
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Vipnet, a leading GSM operator in Croatia, was required to comply with the Sarbanes-Oxley Act (SOX) as part of the Mobilkom Austria group. The compliance required making business processes transparent and proving the efficiency of its internal control system. However, the company faced several challenges. Controls weren't specifically defined and couldn't be mapped as part of a process flow, leading to insufficient process mapping. Additionally, controls weren't tested. The company needed a financially oriented approach to process management to become SOX compliant.
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In 2008, the Estonian eHealth Foundation set out to build a nationwide Electronic Health Record (EHR) system. The country’s goal was to improve the quality and convenience of healthcare for 1.3 million citizens by centrally storing their health records. To make the best decisions at the point of care, physicians would be able to access a citizen’s EHR online, anytime. This massive undertaking needed a flexible integration platform. After extensive research, the foundation selected webMethods Integration Server, an Enterprise Service Bus (ESB), to link disparate information silos and local databases.
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W&W Group, a financial services provider, was facing challenges with its Internal Control System (ICS). The existing ICS was not able to support the company's high standards for risk management and was making it difficult for them to comply with increasingly stringent regulatory requirements. The lack of good-quality documentation and a process-related overview of risks increased the chances of shortcomings in their process controls and risk assessments. The company needed to standardize their alert and escalation management processes and provide status reports on the performance of the ICS itself to meet new German regulatory requirements.
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Apollo-Optik, Germany's largest retail chain for optical products, was facing challenges in serving its customers with high-quality products and on-time delivery. The company's IT landscape was complex and consisted of several different back-end systems, leading to redundancy in data and functionality. For instance, retrieving all data on a customer required calling upon many relevant functions in different systems. This inefficiency prompted Apollo-Optik to transition to a more efficient Service-Oriented Architecture (SOA) and implement re-usable services across all systems. The company aimed to provide the highest level of quality in customized eyeglasses on time, every time, and needed a solution that could help achieve this goal.
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Wales & West Utilities (WWU) is a regulated gas distribution business that transports gas safely to more than 7 million people through its network of the 35,000 kms of pipelines that covers Wales and Southwest England. The company is responsible for attending gas emergencies on streets and at businesses and homes within one or two hours. However, WWU faced challenges in monitoring the emergency process, which was a manual and labor-intensive activity. The company used a simple Comma Separated Values (CSV) user interface to a standalone system that queried databases directly. This system was resilient in the event of a failover, but it did not provide real-time visibility into the emergency process.
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Attracting and keeping mobile phone customers requires continuous innovation. Orange UK excels at this. To meet customer expectations, Orange strives to provide products and services that are simple and user-friendly. That is why the company set out to make pay-as-you-go mobile service as convenient and easy as possible. The challenge was to create a system that allows customers to top up their accounts from anywhere while on the go. The process needed to be fast and seamless, interacting with up to 10 systems and sending the customers their top-up approval in seconds.
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